How to Increase the Value of Your Network

adviceLinkedIn and other social networks are often hard for executives to get their mental arms around—precisely because business and government have had linear structures, which function very differently than network structures. Reflect on many of the metaphors and concepts on which we depend: supply chains, production lines, value chains, hierarchies: even the notion of a process is usually linear. Our habit of thinking linearly makes networks difficult to deal with, conceptually and practically.

However, society is morphing from linear to networked patterns in almost all dimensions, and, although LinkedIn and other social networks reduce transaction costs, they don’t save us from having to deal with networks. It’s also interesting that the world, say, biological systems, exhibits networked patterns, and humans’ communication and business patterns are just starting to get in synch with that. If we want to be more effective and secure in this environment, the question of the moment is, “How do we make networks work for us?”

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How Do People Manage Huge LinkedIn Networks?

adviceLinkedIn tries to curb the natural human competitive instinct by capping the number of contacts displayed at 500, so people who like to achieve high numbers had to create their own sites. Many people wonder how it’s possible to manage large networks, so here I will address that briefly.

The organizing principle that drives activity in LinkedIn or other networks is, “What’s the point, what am I trying to accomplish?” Without some kind of intention, large numbers of contacts are essentially data and nothing more. They could be evolved to higher value relationships, but that takes work, and no one has the kind of time to deal with such a huge network.

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New Seminar to Guide Executives in Using LinkedIn

seminarsI am pleased to announce that The Executive’s Guide to LinkedIn is going on the road! Our first public seminar will be held on 11 March 2008 at the University of Chicago’s Gleacher Center. The morning seminar’s focus will be helping executives with underutilized Linkedin accounts to take it to the next level by leveraging our planning methodology as well as LinkedIn’s advanced tools.

As you can imagine, I talk with many executives about LinkedIn, and most of them don’t see its real potential because LinkedIn’s tools are not fully explained, and the site doesn’t offer guidance for using it to get results. This seminar addresses the need. Here’s the agenda, and I’ve included some thoughts behind what we’ll do below.

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The Unofficial LinkedIn User's Guide for Executives and Professionals

How to Increase Your Payback from Using LinkedIn

LI-maingrfx-guideLinkedIn is a “social” site that will prove to be of rare benefit to business executives and professionals in building individualized collaborative networks, as I explained in detail in the GHCJ Review of LinkedIn. However, LinkedIn is seriously lacking in providing a step-by-step guide to help the motivated executive to tap its real value. The functionality of the website is easy to use, but many of the finer points of LinkedIn are lost on the majority of users. This guide attempts to address that.

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Site Review/LinkedIn: A Vastly Underutilized Resource for Executives and Professionals

Valuable Space to Create Your Professional Knowledge Network

LI-maingrfxLinkedIn is a social network website that enables people to build and manage (mostly) business connections in order to discover jobs, ventures, new clients, etc. Unlike other social networking sites, its focus is business rather than social or entertainment.

LinkedIn is emerging as a dominant networking environment for executives and professionals, and its development will be of interest as both an immensely practical tool and as a study of the social network phenomenon. Founded in 2003, LinkedIn crossed the chasm in 2007, as the company reports that thousands of people are joining per day. Today, it has more than 9 million members, and membership is very global.

As valuable as LinkedIn is, one of the company’s weakest points is making itself approachable to executives. For example, I recently attended an Illinois IT Association Sales Round Table at which attendees represented a broad range of executives, IT management and professionals and were no strangers to developing relationships and business development. Presenter Steve Weinberg gave an excellent presentation on LinkedIn’s potential and features. Listening to the interaction of the at-capacity crowd, I was impressed by […]